 So, hi and welcome everyone to the session making big impacts via visual strategic panic by Charu Arora Without any further ado over to you Charu. Good luck Thank you. Thank you, Malika Hi guys, I am Charu Arora scrum master by profession and visual thinker by instinct and thankfully these two gel will besides these I love exploring creative ways of Resolving problems and also finding better versions of teens and myself Let's start with a sneak peek into a small but yet Interesting conversation between two impactful personalities. So this is Albert Einstein and Charlie Chaplin They had a really interesting conversation where Albert Einstein was admiring Charlie Chaplin that he really Loves his universality because he doesn't say any word yet world understands At the same time the Charlie Charlie Chaplin replied the glory is even greater The whole world admires you even though they don't understand a word of what you say Similar is the situation with our most strategic plannings. They are admired by many But understood by fewer and implemented by even fewer So with this Let's start our today's session which is making big impact via visual strategic planning According to Simon snake I Are Strategic plannings should be such that they are implementation friendly clearly communicated Collaborative and flexible Now, let me also share one of the few interesting statistical facts according to standard scarce report And the recent 2021 only 34% of IT projects succeed and rest were in kind of a you know challenge state or fate Similarly, there are many other facts which say that a lot of effort and Billions of euros were spent and after nine years The project was just you know doomed because it wasn't essential any longer well There could be many reasons behind this lack of clear goals and objective poor objectives Poor resource allocation or poor project management But they all loop back to same root cause which is poor planning So people keep blaming each other But the ugly truth is the brilliant idea for a game-changing application is not enough now Let's Start with another analogy. So At times it happens that a business goal is delivered though the scope which was envisioned at the beginning of the project was not delivered and Similarly could be the case that The scope was delivered Exactly the way it was planned, but business goal was not met. So this is termed as a failure Let's take a deep dive into this little more. Let's try to understand. Where is the focus? Every Idea converts into output which could be So Every idea that turns into Your screen isn't shared anymore Yeah, I can hear you Yeah, I think yeah, my screen was blacked out. I'm sorry about it You got the confirmation Your videos are am I visible? Yeah, perfect. All right. So outputs. What are outputs? These could be Requirements features or you may say user stories Right, these are the outputs of the ideas that are being implemented. So these are tasks oriented now Then we you know get an output this Nextly generates Outcomes now what are outcomes out when you you know deliver a requirement or feature? You are basically solving problem of the customer or You are providing them new possibilities Or you are trying to make Change in their behavior for example It could be that Customer was not satisfied but now you have given them a new solution and you have changed their behavior by you know giving them some better solution Now these are more customer oriented When you when these outcomes are generated these further generate impact But what is impact? it could be The ROI or It could be increase in market share or It could be brand awareness So these are all these are More organization oriented if you'll see Outcomes these are the leading the leading and these are lagging indicators So what are leading and lagging indicators? Basically leading indicators? You may think of the windshield right when you look through windshield You are looking forward. What do you want to achieve next? Right lagging indicators are those indicators Which tell you on the basis of experience or the past observations how it's gonna Impact, so this is how output outcome and impact are correlated Now you must be tempted that you know this Output outcome impact is clear that you want to you know lock yourself into a secluded place and Get start working on some piece of software right, but But market doesn't wait for your Amazing ideas. It could be that you have many brilliant ideas, but those are not validated You need a bird's-eye view to visualize your product strategy before we get Into You know deeper into this. Let's have another look of How visuals Influence our way of working So basically visuals We being humans are basically visual creators. We understand Visuals 60,000 times faster 60,000 times faster and 40 percent of people They respond better to visuals and 50 percent of brain is always active in visual processing So this is how visual works for us Though there's a disclaimer that you need to work hard with visuals as well It's not that you are doing visualization and you can go and have a sandwich. So you need to work on this and There comes impact mapping Impact mapping is a visual mapping technique for product development to align teams to business objectives Test mutual understanding of goals and expected outcomes with the stakeholders focus teams towards delivering the highest value and enable Collaborative decision-making basically help impact mapping helps us in bridging the gap between Business goals and the deliverables so that teams can really focus in delivering high value so also Impact mapping helps us in finding the right questions rather than looking for the solutions Because once you have identified right kind of questions and identified right kind of problems your half of the You know, Germany is done now How does this work? Impact mapping it's a strategic planning tool and it is Facilitated by four powerful questions, which are why? Who how and what now? Let's see what these questions hold within themselves Why so? This is the most powerful question Our goals why we are pursuing is very important according to one of the studies The people who are involved in emergency services They must be very much clear with the virus so that they can take actions in any Unforcing kind of situation. So our goals should be very specific and very clear We should know why we are doing or why we are pursuing The actions that we would be taking so Why is our goal and it has to be specific? Next comes who who are basically? Actors who can influence our goal? They could be there could be many You know personas which can help us in achieving our goals or they could be that they are Some personas which are which may obstruct our goals Then comes the how part how part is basically the impact What kind of impact or change in behavior you want to bring in into those actors and Then comes what what is basically the deliverable part? So to achieve the impact or how part will have to see what needs to be done What actions should be performed? So these are the four important and powerful questions with which whole impact mapping is driven. Now Let me show you a structure of impact mapping. So basically Sorry, I'm checked. We have five minutes. Oh, all right. Let me do it quickly. So this is how our You know a typical impact map looks like it starts with why It starts So it starts with why then actors who will be involved then impact how what kind of behavior change we want to make In our actors then deliverables what needs to be performed? And this is one of the examples. This is the simplest example. I Just wanted to use this so that we all can understand. So here Our goal is as you can see is lose weight Now Ian wants to lose weight. Ian is our actor and This is our primary actor Then there's Ian's family Which are second reactor they can also influence in achieving Ian's goal, which is losing weight There could be more Actors as well. Ian's family could be supportive the actors who are supporting, you know in achieving our goals There could be actors for example some jealous friends who don't want Ian to lose weight So those can also be actors who wants to who want to obstruct You know in achieving the goal of Ian. So then comes how part what kind of Change in behavior Ian should you know bring in for example Ian should eat less and regularly and do more sport and how that can be achieved by say changing diet plan or fasting and Similarly for doing more sports. He can start more than exercises or he can join fitness club. So this is how our Impact map a typical impact map looks like Right one very important aspect here Whenever we are trying to achieve something it should start with measurement. So here a measurement is very important and it has Five parameters scale meter baseline constraint and target. So scale is how you're gonna measure Meter is what will be you measuring baseline is your start point from where you are starting then constraints Constraints is the breaking point. So this this map is always evolving. You should be revisiting. So as you saw That there this is you know, these are different parts For example, Ian eating less and then analyze current eating habits So this is one of the parts by which the goal of losing weight can be achieved, right? So How are we gonna measure by using this measurement? Suppose Ian Ian's weight is stuck at 85 now now there should be Changing plan. This is our breaking point. So Ian might want to look for more options And that there he may look for other options. For example, if he you know wants to turn Into some other diet plan. So that will come in this as another note Target target is where we want to achieve. So we started with 90 and we want to achieve at 80 That's that's the goal Impact map Consider it as a Google map. We have a starting point We have an end point and then there are multiple options that are available multiple roots So once It shows that our root is blocked. It appears as red, right? And then we take an alternative That's how impact mapping works for us. So you should You know, whenever you reach to a breaking point or you feel that you are stuck You should look for an alternative path. So this is a very simple and you should not try to You know, implement the whole map in one go. You should opt for smallest path and Wait for results. How is working? If it is working for you, then you should evolve with your goals If it is not working for you, then you should take an alternate part So this is all about, you know validating your assumptions Okay, let's try to create quickly one. So for example, our goal is selling books. How does it look like selling books is Do you think that this goal is sufficient? No, this is not specific. So what what needs to be added? We need to be more specific while setting our goal Sell 10,000 of books within six months. So we have a timeline after launching business So this is our specific goal that we can consider Next comes the scale the measurement part so what could be the scale for The measuring how books are being sold so maybe So scale could be Same monthly report of monthly selling report of number of books being sold and then meter could be say database system where the selling is Selling records are being maintained. What could be the benchmark? So So benchmark could be zero because the business is launching then constraint constraint could be say 7,000 so if The sales are not going beyond 7,000 then we might have to Change our path and then target target could be target is our 10,000, right? So that is what our goal is. So let's try to make one quickly So we'll start with our goal, which is sell 10,000 books Right now What actors can help us or obstruct our goals Which is off selling 10,000 books, right? So it could be shoppers Who wants mainstream books, right then there could be shopper Shoppers who want rare books? Right, so these are different actors. Similarly, there could be a shipment Department these can also influence our goal, right? So these are the actors Which can influence there could be more a lot more, but I'm just you know taking an example So how you can facilitate this discussion is this takes This get divided into two parts, you know, first of all, there's a lot of divergent Discussions going on where you are exploring multiple options which all can be there and gradually when you are Converging towards your what part then it starts get converging. So these are the all actors and there could be more now how shoppers who wants who want mainstream books How we can change or what kind of change we want to bring into their behavior. So for example We want that books should be available books should be available at At fast pace, right? So this is the behavior that we have Thought of right and then comes what part What is what how we can make sure that this behavior is achieved? So for example making Books available online Right, so this is one part. This is one of the parts that is identified It started from business goal to what actually needs to be delivered that Similarly, we can have more nodes and more options and While implementing or while selecting we have to choose one shortest path that we want to begin with and Once and we need to revisit, you know, this map of ours Just to check how we are doing by measuring it So if we reach seven thousand and then the sales are not going beyond then we might have to take alternate route For example, if online Availability is not working for us, then you might want to improvise your selling department more Probably you would want to contact your customers in advance whenever books are about to release So these kind of options you can list down and see what works for you So, yeah, I think I have taken more than the schedule time So this is what I wanted to share with you guys today I hope you would be using this tool This is very powerful tool and I have worked with my pms and peos and this really gives a fantastic result So thank you for joining me. I hope it will work for you. Thank you guys Thank you so much. That was A lovely session. Thank you for sharing your experience with us So, um Yeah, thank you everyone for attending. Um, we have one question right now. So who creates the impact map? So, uh, see, uh Here we are making sure that business goals are deliverables are aligned so these could be senior technical persons and uh, our architects which are primarily involved in Business these impact maps, but then as you saw that we can use impact map Anywhere, you know, literally anywhere. So it depends what kind of goal you want to achieve and uh, what and accordingly, you know, you can involve the participants but for business goals and So the persons who have that clear vision and mission they should be involved Yeah, thank you. I hope that answered your question Thank you guys. Thank you so much. Thank you everyone. Bye